Transformation

The dictionary defines the word Transformation as ‘a marked change, as in appearance or character, usually for the better’. It is a word that is increasingly used in firms today with a huge variation in understanding and approach. The question is - does it matter? It does if leadership rely on transformation teams to design and deliver major changes that will affect their customers and staff. These are the two groups where transformational changes must have tangible and positive results.

In many cases, transformation is implemented through a large programme management function that delivers incremental business change. The problem is that a lack of focus and clarity as to what constitutes a transformational programme will often result in measures designed for programmes not business outcomes. Programme measures are important but these should not be the key determinants of success for a transformation team or leader.

The danger and business risk of many of the current approaches to transformation lies in the false sense of security that it can create. As long as there is a transformation team in place, it is easy to think that the future of the business and its unique positioning is being protected from the competition. But is it?

The inconvenient truth is that in a number of cases, transformation teams have the wrong skills, weak engagement with the business as a whole, and performance monitoring systems that track programme outputs not the outcomes on business culture and organisation – let alone the impact on customers and staff.

Leadership, employee engagement and energy are the three pillars of success for transformational programmes. Collaboration at the early stages of transformational development is key to maintaining longer-term commitment and energy for the implementation that will follow.

If the outcomes are well defined up front, and transformation is focused on achieving measurable impacts on customers and staff, it is possible to make a baseline assessment of the capabilities required to ensure that the process is successful.

The bottom line is that transformation is easier said than done. After 25 years experience of driving business change I remain passionate about transformation. I’d love to engage with you further if you are too.